An exploration of the relationship between organisational culture, organisational identity and healthcare performance in a merged academic health science centre

Abstract

This study makes a significant contribution to new knowledge in the field of mergers, organisational culture and organisational identity. For the first time evidence is found on the longevity of a ‘merger effect’ which impacts on staff perceptions of organisational culture and organisational identity. Seven years on from a merger there were statistically significant differences in the mean survey scores of staff employed pre-merger and those appointed post merger. In addition there was evidence of divergent views among staff with sub-cultures and multiple identities: Staff perceive culture and identity differently based on hierarchical ranking (more positively for non-managers) and occupational group (more positively for clinicians) and are affected differently by workplace stressors during a merger. There was evidence to support a relationship between culture and identity. Over time the dominant clinical academic logic was eroded, when the merged organisation adopted a competing professional and managerial logic. Staff used cultural cues to make sense of changes however senior staff did not influence the perceptions of subordinates. Links with performance, culture and identity were ambiguous. This mixed methods inquiry in a merged Academic Health Science Centre, employed an organisational survey with 1,978 respondents, in-depth interviews, descriptive statistics, regression analyses and thematic analysis to interpret the results and to triangulation research findings. Institutional logics is the exploratory lens NHS financial pressures necessitate developing new organisational models, transformations and mergers to achieve sustainability. Findings support debates on the length of time required to achieve cultural change following a merger, the time it takes for staff to identify with the new merged entity and proposes that merger plans should take into account the longevity effect in designing post-merger integration programmes and staff differences to maximise success, paying attention to fostering staff well-being during mergers.